Long-Term Vision 2035

We have set its sights on becoming “The most trusted partner in healthcare”.

With our unchanging mission of “To give people the closest possible support”, we aim to achieve our vision.

In order to realize this vision, we also formulated three pillars.

From now on, we plan to prioritize profitability over sales as a management indicator.

By prioritizing financial KPIs such as ROE, ROIC, and CAGRs for sales and EBITDA, we aim to enhance capital efficiency and ensure growth.

For FY2035, we aim for operating profit of 40–50 billion yen.

In addition, we have set organizational vitality and innovation creation capability as non-financial indicators to measure our progress towards our ideal state.

We have defined a vision for ourselves and created a roadmap by backcasting from that vision.

We took a flexible approach in envisioning the future, bringing together the hopes and aspirations of both the next generation of employees and the management team. Our intention in doing so was to achieve a level of dramatic growth that would be impossible through discussions that were merely an extension of the past.

The five assets of the Nihon Chozai Group (Physical assets, Financial assets, Organizational assets, Human assets, Customer assets) are interconnected and influence one another, driving the expansion of each.

We will adopt ROE as a KPI for the Group as a whole and manage business portfolio and investment for each business using ROIC, as we work on measures to improve capital efficiency. 
We believe that a dramatic increase in labor productivity and an increase in the capital turnover rate are important for improving ROIC.

We will develop and expand services focused on the healthcare industry and related areas. 
We aim to drive growth through the dual approach of cultivating existing businesses and exploring new business areas to drive innovation. 

For details of the Long-Term Vision 2035, please see below.